Mid-game and End-game are two new terms to me that Berkun introduces in this chapter. He says that they both mean the middle of the project and the end of the project which makes sense. It’s a good idea to think of the end of the project in the beginning so you can try and predict to the best of your abilities how it’s going to turn out. He then goes on to talk about how projects are complex non-linear systems which is completely true because they don’t follow a straight line path at all. One moment your project can be heading in one direction and then the next minute it’s in another direction. The key thing is knowing how to deal with it properly and calmly.
Berkun also tells his readers to find the safest way to correct a problem when it occurs to cut down on possible new problems occurring. This is a great piece of information because if someone lets a problem get out of hand then it can cause more problems down the road. I had to deal with something similar at work when we had a problem with printing positives to screen print on our glassware. The boss kept on catching a few mistakes here and there with the artwork that were crucial and we had to redo a job of around 75,000 glasses so we had to have a meeting and come up with a way to check our positives thoroughly before sending off a job for print. If we wouldn’t have caught it then it would have caused some major problems in the future.